1. Evaluate the literature review conducted for this research article.
2. Evaluate the data analysis strategy used in the quantitative part of the research.
3. Evaluate the report in terms of its implications for theory and for leaders.
4. Critique the outcomes of this this research article. Did the researchers’ achieve the stated research objective?
In this assignment, it is needed to study the leadership quarterly and understand its implications which relate to the contributions of the leadership functions as well as its importance. There has been several works on the ideas of leadership .Leadership is crucial for any organisation which wants to make it big in its genre. The terms of leadership coaching and executive coaching are discussed initially in the said paper. It is stated that these two terms are often used interchangeably but that is not accurate as there are different implications and connotations of the two terms (Mitgang 2012). The connection between the effectiveness of coaching and the return on investment are usually studied. There has been the utilization of a quasi-experimental design which is helpful in connection to the pre-post control group design.
The first point which has been highlighted in this regard is that of the concept of leadership coaching. The terms namely executive coaching and leadership coaching and their areas of implementation are discussed in this regard. The most important and noteworthy feature of leadership coaching is that of the strong focus on the goal directed interaction. The most innovative nature of leadership worth understanding is the way in which it can deal with the specific needs of the leaders and the respective organisations. There is also a flexible individualized procedure which focuses on the achievement of the individual results. There has been a noteworthy increase in the number of literary studies considering the practitioner’s perspective and also that of leadership coaching (Seidle, Fernandez and Perry 2016).
Another important part comprises of the defining of different variables by means of focus group discussions which is done in order to reveal the generic outcome variables in order to indicate the fact that if related theories can be developed, there is also importance given to the change of goals at the time of the coaching process. The leader’s role efficacy is discussed in this particular study. It has been seen from relevant literature that there is a huge impact of the leaders self efficacy on the leadership performance. Several authors have mentioned that there are specific aspects of the leader efficacy on the role of the leader in his or her work. It has also been seen that the effect of leadership coaching on the efficacy has a significant positive effect on the confidence of the leaders in the promotion of transformational as well as transactional leadership as well as its implementation in its procedures. In connection to the study which is being analysed it can be clearly stated that the literature review is conclusive and crucial to the course of the study but an even greater degree of exploration would have been better (Beer, Finnström and Schrader 2016).
It often happens that there are confusions regarding the abilities of an individual for the mobilization of the amount of motivation resources as well as the work which is to be done to fulfil all the necessary requirements. There is also the help in the studies in the sense that the literature help in the formulation of hypothesis to solve certain solutions.
The literature review section comprised of the topics relevant to the ideas of leadership coaching and leaders self efficacy along with the review of literature in order to help in the formulation of five significant hypothesis to help in the survey concerned. In the research paper the quantitative method of data collection was employed and the quail-experimental design of research was adopted. There was also the mixed methods of analysis which was employed. There was the collection of data from the relevant managers and also the questions related to the management needed to be significant. Therefore it needed a proper understanding of the leadership concepts and the development of the concept of leadership to conduct a proper analysis of the data which had been collected.
The leaders were 34 in total who were asked to take part in the survey. The survey questions were related to the concept of coaching and the development of coaching with its impact on the leadership development and the balance of the necessary practices in this particular connection. In the contract it was clearly stated that a control group needed to be formed with the leaders and each leader would be provided with five subordinates under him or her. After this the research discussed about the formulation of the questionnaire which was to be distributed to each of the leaders in order to collect and analyse their responses in light of the requirements of the study.
Prior to collection of responses of the leaders from the questionnaire it was discussed in the research paper that the leaders were trained n coaching for a period of six months and there was another follow up questionnaire which was send to the 30 participants who had given suitable replies in the first round. In the next stage the number of responses reduced to 24 and this made the response rate as 73%. There were a total of seven participants in the control group out of which only six relevant responses were found.
There was the test of the efficacy of the role of the leader. The value of Cronbach’s Alpha was found to be .94 which stated that there was an immense internal consistency in the data. There was also the trust of the leaders in the subordinates, the empowerment as well as the turnover intentions. There was also a total 195 leaders from whom the response of the survey were collected. The correlation of the different factors was discussed and shown in tabular form, each of the values of Cronbach’s Alpha were significant in this case. It can be inferred in this regard that there is a certain amount of genuineness in the data.
As far as the critical analysis of the data is concerned it can be said that the data seems to be reliable more or less and the results which it points to is also significant. There could also have been the existence of secondary sources of data and this was needed in case the data could be made progressive and genuine. In this connection it can also be stated that there is also the impact of leadership training on the minds of the leaders which could have been studied in a quantitative sense. The sample size could have been more which would have made the results suitable and much more accurate. There could have been bias of selection of the data in which regard there needed to be a certain amount of attention (Satiani et al. 2014).
The suitability and importance of a study lies in the amount of credibility and genuineness with regard to the existing works. Unless the results which are obtained from a study cannot be utilized in other researches or cannot contribute to the development of a study there is no point of conducting the research and there is no point in the resources which are lost in conducting the specific study. There has been a change in the way leadership is perceived. Due to the importance of leadership in organisations and the acceptance of the fact in connection to the same, the concept of leadership coaching was introduced in this regard (Clarke 2012).
A crucial aim of the study is whether the efficacy of the role of the leader was impactful or not in case of the resource mobilization. There was also succinct understanding required for the execution of a specific task in a suitable context. It has been studied that the concept of leadership is enabled by the relational procedures which are linked to the study results. The overall analysis needed to be conducted in a way which would help the evaluation of people’s opinions in the interpretation of their outcomes. The idea needed to be a revolutionary change in the context of leadership. This would make the idea of leadership work in a proper and effective manner (Tannenbaum, Weschler and Massarik 2013).
There are several theories of leadership which are applicable in organisational perspectives. Some organisations require transformational leaders, some transactional and some democratic or laissez-faire. There are even instances where organisations work perfectly under autocratic leaders. Thus it needs to be understood that the introduction of leadership coaching in order to make leaders much more effective is an innovative concept which is a unique contribution to the effective theories of leadership (Seidle, Fernandez and Perry 2016).
The results of quantitative analysis along with the mixed methods approach point to the fact that the idea of leadership coaching is that of a promising practice of leadership development. The ways and methods of analysis helps in the formulation of leadership criteria in order to evolve with the times along with the needs of the organisations. Not only is the concept of leadership coaching innovative but it is also genuine in the sense that it is crucial for the revolution in the field of leadership development and leader training. Thus the idea contributes to the development of leadership theory.
This particular study has worked towards the effects of leadership coaching. The tools of leadership development and evidence were also collected in order to support certain given practices. The design which was adopted in this case was that of the mixed methods, along with a quasi-experimental design. There were five different hypothesis which were assumed in order to understand the impact of leadership coaching on the leader role efficacy, the leader’s trust in subordinates, the way in which leadership coaching can influence the leaders’ trust in subordinates, the subordinate outcomes, the level of trust and changed trust on the subordinates, the coaching behaviour and the impact of facilitative coach behaviour on subordinates. The different factors including that of employment and turnover intention, the facilitative coach behaviour, validation of measures and results were to be discussed accordingly. Conclusions could also be drawn from the descriptive statistics and correlations between the different variables considered. The hypotheses were formulated in such a way that the results would be conclusive by nature. The results did not show any amount of significant correlations between the changes in the LTS along with the dimensions of management. The relationship could have been negative as well. According to the results only a quarter of the variation in the change where explained by the facilitative behaviour of the coaches. It can be said from the conducted report that the idea of leadership coaching is actually a prominent practice of leadership.
In case of the theoretical framework which has been mentioned, LRE has been discussed as a robust outcome of the coaching of leadership. There is also the belief that efficacy can relate to other leadership behaviours. Certain implications were similar to the existing literature in the sense that the concept of sharing with subordinates leading to the reduction of the idea of power has been explained previously as well. The first major objective was the provision of suitable criteria for the maintenance of essence o coaching and effectiveness leadership of coaching development.
The second important objective of the research was the concept of leadership caching and the influence or suggestion in terms of LRE and LTS. The critical evaluation in terms of data analysis was also crucial. In this regard it can be said that the evaluation regarding the facilitative coach behaviour and the link to the changes in the LRE and LTS were also represented. In this regard it can be stated that the requirements and aims which the research had set out achieve were fulfilled to a certain regard. This would help in the overall development of the idea of leadership and also would accept the innovative concept of leadership teaching.
References and Bibliography:
Baird, D.S., Soldanska, M., Anderson, B. and Miller, J.J., 2012. Current leadership training in dermatology residency programs: a survey. Journal of the American Academy of Dermatology, 66(4), pp.622-625.
Beer, M., Finnström, M. and Schrader, D., 2016. Why leadership training fails—and what to do about it. Harvard Business Review, 94(10), pp.50-57.
Blumenthal, D.M., Bernard, K., Bohnen, J. and Bohmer, R., 2012. Addressing the leadership gap in medicine: Residents’ need for systematic leadership development training. Academic Medicine, 87(4), pp.513-522.
Clarke, N., 2012. Evaluating Leadership Training and Development: A Levels?of?Analysis Perspective. Human Resource Development Quarterly, 23(4), pp.441-460.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Mitgang, L., 2012. The Making of the Principal: Five Lessons in Leadership Training. Perspective. Wallace Foundation.
Rosenman, E.D., Shandro, J.R., Ilgen, J.S., Harper, A.L. and Fernandez, R., 2014. Leadership training in health care action teams: a systematic review. Academic Medicine, 89(9), pp.1295-1306.
Satiani, B., Sena, J., Ruberg, R. and Ellison, E.C., 2014. Talent management and physician leadership training is essential for preparing tomorrow’s physician leaders. Journal of Vascular Surgery, 59(2), pp.542-546.
Schalock, R.L. and Verdugo, M.A., 2012. A Leadership Guide for Today’s Disabilities Organizations: Overcoming Challenges and Making Change Happen. Brookes Publishing Company. PO Box 10624, Baltimore, MD 21285.
Seidle, B., Fernandez, S. and Perry, J.L., 2016. Do leadership training and development make a difference in the public sector? A panel study. Public Administration Review, 76(4), pp.603-613.
Taichman, R.S., Parkinson, J.W., Nelson, B.A., Nordquist, B., Ferguson-Young, D.C. and Thompson, J.F., 2012. Leadership training for oral health professionals: a call to action. Journal of dental education, 76(2), pp.185-191.
Tannenbaum, R., Weschler, I. and Massarik, F., 2013. Leadership and Organization (RLE: Organizations): A Behavioural Science Approach. Routledge.
Webb, A.M., Tsipis, N.E., McClellan, T.R., McNeil, M.J., Xu, M., Doty, J.P. and Taylor, D.C., 2014. A first step toward understanding best practices in leadership training in undergraduate medical education: a systematic review. Academic Medicine, 89(11), pp.1563-1570.
Yeung, J.H., Ong, G.J., Davies, R.P., Gao, F. and Perkins, G.D., 2012. Factors affecting team leadership skills and their relationship with quality of cardiopulmonary resuscitation. Critical care medicine, 40(9), pp.2617-2621.
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